Noreaster Case Analysis

Nor’easter’s first season will be very telling of the team’s future success in Springfield, Massachusetts. Costs for running the minor league program are expected to total 1.76M, meaning in order to break-even, Nor’easter must employ an optimal ticket pricing strategy that maximizes revenue opportunity and does not “leave any money on the table” (Cespedes, Winig & Lovelock, 2009).

The main factors Nor’easter should take into account in establishing a pricing policy are (1) pricing objective, (2) consumer demand, (3) estimated costs, (4) competitor’s costs, prices and offers and (5) optimal pricing method. Nor’easter will employ a partial cost recovery pricing objective. In order to recover costs through concession revenue (an estimated 39% profit margin) (Cespedes, Winig & Lovelock, 2009) filling the maximum number of seats in the 3600 capacity stadium is imperative. Revenue from advertising and donations will also be a critical factor in cost recovery.

Determining the demand of Nor’easter’s services cannot be underestimated. Survey results show 89% of respondents are willing to pay an average of $10 per game for 5 ticket packages, 68% are willing to pay an average of $10 per game for packages of 20 games and only 35% of respondents would be willing to pay $10 per game for the full 38 game season package. We can expect 78% of people are willing to attend roughly 12 games at a cost of $10 per ticket. 64% of respondents would purchase the season packages if the price drops to $5 per game.

It is important to note that the survey also showed only 7% of respondents would subscribe to a 20 or 38 game packages whereas 42% would attend a game or get 5 game packages. 48% would be willing to pay more for better seats; an average of $11 per game for 5 or 20 ticket packages, and $5.50 for…...

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Case Analysis
Toyota Case Analysis
I. Viewpoint
For further analysis of this case, Ms. Rivera as a Marketing Manager is responsible to solve the dealing problem.
II. Time Context
In the year 1990’s different problem occurred. Toyota reduced part defects by 84%. It also reduced the ratio of inventories to sales by 35% versus 6%.
III. Objectives
a. To be able to implement the marketing strategy used in the said case.
b. To be able to have a good relation in dealing with consumers needs and wants.
c. To be able to maximize operating performance and financial returns to ensure growth for the company’s future.
d. To be able to classify the strengths, weaknesses, opportunities and threats that the company have.
e. To be able to explain the solutions in the major problem of Toyota.
IV. Statement of the problem
Major:
Competition will arise. Toyota’s has a closest competitor regarding on its consumers – Ford motor vehicles and Mercedes. It is a problem on how they can implement their marketing strategy to stay on top amidst of the consumers demands.
Minor:
1. A reduction on ratio of inventories to sales by 35 percent versus 6 percent.
2. Toyota relied on identical suppliers as of Ford motor vehicles and Mercedes.
3. Easy access on the internet that may cause imitation on each competitor’s latest idea.
V. Areas of Consideration
| |Production & operation ......